African Railway Cenrter for Excellence

Railway Poject management RPM-(REGM -6007)

Instructors: Kassu Jilcha (PhD)

Target group: MSC RailWay (RC-Rolling Stock)

AY : 2022/2023
 Chapter One
Initial railway project planning

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 Initial railway project planning
Introduction
1. Accelerated SAP
2. Planning Process
3. Team Building
 Initial railway project planning

vDefinition project: A project is a temporary endeavour

undertaken to create a unique product, service, or result.

v Definition project management: Directing the activities

associated with executing a project while controlling limited
resources efficiently and effectively ensuring that the end
goal is successfully achieved.
 Initial railway project planning
1. Accelerated SAP Methedology (ASAP =As Soon As Possible)
vIs a single, pragmatic, and standarized methodology

vCommon language

vManageable scope, costs, and common expectations

Preconfigured documentation and tools

vSimplicity and speed of ASAP approach is making this the

implementation method of choice for many companies now.
 What is ASAP Methodology?
vASAP Methodology is often known as “Accelerated SAP” is a
standard SAP-related to Project preparation and implementation
method.
v This methodology is developed and updated by the consultants who
are involved in implementing SAP software products.
vThis methodology is also equally useful for the project managers and
other individuals that cater to business support processes.
vThe main purpose of ASAP or Accelerated SAP is to help project
managers to design SAP implementation in an effective and efficient
manner possible.
vIt can assure that the time, quality, people, and other resources are
optimally utilized during this process.
 Objectives of Accelerated SAP
vR3 means real-time.
vSAP R/3 software facilitates and connects all transactions of an organization
with real-time integration.
vExample any change or upgrade in one application requires the data in the other
applications concerned to be automatically modified or updated
vAn approach that results in a quick, cost effective implementation of R/3.
vMinimizes the length of time between installation and start-up.
vMaximizes the utilization of SAP and customer resources.
vIncorporates a process oriented approach to implementation.
vInvolves the user ,community.
vResults in a repeatable model that can be used with other implementations of
R/3.
 Phases of ASAP Methodology
vThe Accelerated SAP Methodology, i.e. ASAP Framework mainly
consists of five different phases of implementation.

vEach phase of execution focuses on documentation, recommendations,

and implementations of SAP systems.

vAfter each and every phase executed successfully quality check is

carried out that will help the monitor to deliverables and also focus on
vital factors which are crucial for success.
 Five Phases of ASAP Methodology:
1. Phase 1 - Project preparation, is initial planning and preparation.

2. Phase 2 - Business Blueprint is documentation of the business process

requirements of the company.

3. Phase 3 - Realization is to implement all business and process requirements

based upon the business blueprint.

4. Phase 4 - Final is Preparation complete testing, user training, system

management and cut-over activities.

5. Phase 5 - Go-Live is Support transition from implementation to

production/handover.
 Initial railway project planning
1. Project Preparation:
vgathering information and required resources. This is a very crucial time where
all the necessary components for implementation are gathered together.
vSome of the vital milestones that needed to be completed in the project
preparation phase are:
ØGet approval and support from Stakeholder
ØSeek Senior level management approval
ØIdentify and define clear project objectives
ØWork on an efficient decision-making process
ØWork in an environment that is robust and it is suitable for change and re-engineering
ØLast but not least, work on building a qualified and smart project team.
 Initial railway project planning
2. Business Blueprint:
v According to the SAP methodology, all suitable information on the company
is gathered so that based on the necessary information gathered, the
implementation process will be designed.
vMost of the time, these blueprints/design are in the form of surveys and
questionnaires which will yield information about how the company does
business in general.
vIn addition to this, they also document this process.
vThe Business Blueprint documentation outlines/maps the future business
processes and the business requirements.
vThese questions are categorized by only one business function.
 Initial railway project planning
3. Realization:
vAfter successfully completing phase 1 and phase 2, “functional” experts will be available
and start configuring SAP systems.
vThis phase is broken into two parts:
ØThe SAP consulting team will help you to configure a baseline system, which is officially called a
Baseline Configuration.
ØAs per the standard process, the implementation team will start fine-tuning the existing baseline
configurations and make sure all the business needs and requirements are a part of the fine-tuning
process.
ØAs per the requirement provided in the Business Blueprint phase, baseline configuration is provided as
per the Blueprint document. Further, the remaining 20% approximately is corrected within the fine-
tuning configuration.
ØMost of the time Fine-tuning cannot be covered with the help of Baseline Configuration. Users have to
make sure all of the remaining fine-tuning processes.
 Initial railway project planning
a) Configuration Testing:

vWith the help of an experienced SAP consulting team, we can separate the business process
into several cycles of related business flows. In turn, these cycles are referred to as
independent units which can be used to test specific parts of the business process.
b) Knowledge Transfer:
vOnce the configuration phases come to an end, it is vital for the business or the project team
to be self-sufficient in terms of the configuration knowledge of the SAP system.
vIn order to get proper effective knowledge transfer, the configuration team should be tasked
with the system maintenance team (i.e. post-production team that is allocated to Go-Live
condition) needs to be completed at this point in time.
vIn addition, end-user training should also be scheduled so that they will be productive for
day-to-day business purposes.
 Initial railway project planning
4. Final Preparation:
vAs the project team has gone through configuration steps and also the
knowledge transfers phases, it is vital for the team to concentrate on the SAP
training and should be involved in rigorous functional and stress testing.
vIt should include both positive and negative process flow testing. This will help
them to go through the entire functional flow of the product and at the same
time they will be building up confidence over the tool.
vAs the team is involved in testing, it will be a stage where a lot of last minutes
of fine-tuning will be designated and the configuration will be changed
according to the needs.
vAll this will happen before Go-live and more importantly, data migration is
also another important task that one has to give importance to.
vOnce the data is loaded it is vital for the team to conduct stress testing with
actual valid data.
 Initial railway project planning
4. Final Preparation:......
v Testing with peak volume data, daily load, and other forms of stress testing is very important
and is recommended.

vThe integration and stress testing are important because they will validate the stability of the
new system and also make sure that the data flow is also accurate.

vAfter all the data migrations and last-minute fine tunings, it is time for preventive
maintenance checks this will help the team to make sure that the SAP system is configured
for optimum performance.

vAfter this activity, it is all about documenting the Go-Live strategy. At this point, it is more
about preparing yourself to answer most of the questions from end-users who are actively
using the SAP system.
 Initial railway project planning
5. Go-Live and Support:
vGo-Live activity will be smooth and breeze if all the previous phases have been
executed under a strict monitoring process.

v If all the previous phases are not dealt with the way they were supposed to be
then it is altogether a different ball game.

vIntroducing a new system or tool or service to entire different individuals, in

this case, preparation is the key.

vWithin this preparation, one has to make sure that they have answered all the
What If scenarios within the business processes and how is the tool or system is
capable of answering or supporting in those situations.
vAs per ASAP methodology, all the phases that we have discussed above cover
the entire project lifecycle from the start to post-project management.

vWith the help of these phases, it helps the team to be transparent about the
entire process and helps the overall execution to be smooth.

vIt is a proven approach that facilities the project team to collaborate and work
efficiently and effectively.

vThus ultimately reducing the implementation costs and time and risks
associated.
vRisk management is efficient. As the process goes through different phases
and it gives an opportunity for the project team to understand and foresee any
potential risks that would affect the entire project.

vBetter knowledge management process. A phase is included where user

training and last-minute fine-tuning to the SAP configuration system is given
priority, unlike other processes or methodology.

vThis process yields better results because the project roadmap is executed with
the help of experienced personnel.
 2. Planning Process
Project Preparation Initial Project
Planning Planning Problems
vDefine appropriate goals for the vThe initial phase of planning is poorly
project. executed.
vIdentify standards, methods, vProjects blow out due to
techniques required. Ø Poorly defined scopes with fuzzy
vIdentify project tasks duration.
objectives
vIdentify milestones.
ØInappropriate strategy
vOrganise tasks into phases with
milestones. ØNo identification of risks and appropriate
vDetermine the skills required. responses.
vAssign resources (people, equipment, ØGetting these issues correct greatly
materials to each task).
improves the chances of the project being
vSeek approval (and revise as
necessary). successful!
Risk Assessment Objectives
vUnderstand the risk - identify analyse
vQuantify the risk assess
vMinimise/reduce risk - treat the risk
vDocument the risk and the safeguards
vPrioritise work
vEnable monitoring review
vManagement of Risk
vIdentify the Major risks
vIdentify potential impact and likelihood of risk eventuality
vManage monitor risk reduction and avoidance
vReport on risk management to the steering committee
Strategies to Control Risks
qDetermine how to
vReduce risk
vReduce impact
vCorrect the impact
vManage the risk reduction process!
Impact of Risk factors
vNot on time
vOver budget
vLacking functionality
vErrors
vIneffective
vMaintenance/operation is costly
Activity Information
vActivity level information consists of the purpose of the Activity, general instructions on how
to complete it, the trigger for starting this activity, the input needed, the expected results, and
any templates or accelerators that can be used to complete the activity.
ØTrigger
ØInput
ØOutput
ØOutcome
ØTool/Accelerator
vActivities are like
ØCreate and Issue Project Charter
ØReview and Refine Implementation Strategy
ØDetermine Project Organisation
ØReview Implementation Proposal
ØConfirm Implementation Methodology
ØCheck Strategy for Corporate Rollout
Task Information
vTask level information consists of the purpose of the Task, the suggested
procedure for completing the task, the personnel responsible, and any templates,
accelerators, or How-To’s that can be used to complete the tasks.
vPurpose
ØTask Procedure
ØResult(s)
ØRole(s)
ØTool/Accelerator
ØTasks (Create and Issue Project Charter)
ØDefine Project Mission Statement
ØDefine Business Drivers
ØIdentify Business Measurments
ØIdentify Project Measurments
ØDevelop the Change Charter
ØApprove Project Charter
• Tasks (Review and Refine Implementation Strategy)
• Review Implementation Proposal
• Confirm Implementation Methodology
• Check Strategy for Corporate Rollout
• Tasks (Determine Project Organization)
• Plan and Set up Environment
• Define Project Organization and Create Teams
• Assign People to Core Change Team Roles
• Conduct Project Team Transition Meeting
• Create the Extended Change Team
• Create the Organziational Change Management (OCM) Plan
• Team Building
• Leadership
• Creating the Team
• Team Building Perks
• Project Sponsor
Key Attributes
vExecutive level presence
vVision
vBelief
vStrong leadership skills
vTeamSAP Project Manager
vDevelop, evaluate and execute
vKnowledege of ASAP
vKnowledege of customer
industry
vCommunicate at all levels
vCustomer Project Manager
vKnowledege of business processes
vView of projects goals
vTime management skills
vBasic IT understanding
vKey Points to take home
vUse Best Practive deliverables
vDownload a sample work plan
vOrganize and train team early
vHave Scope statement and change
process
vNot more than 20 of project time
vDont keep much detail in work plan
 Build an Effective Project Team
vTeam building is a kind of art. Good and effective team building is an ability
to turn the group of individuals into the strong and organized system walking
towards the common goal.
vThe importance of team building is difficult to overestimate, the human factor
is still the king and no matter what sphere we are talking about.
vAn ability to form an effective team is probably one of the most important key
competences of a successful project manager.
vTeam must have
ØA clear goal.
ØGetting the right people to do their job.
ØDistributing the roles and responsibilities
ØCommunication is the key.
Øone should be the team not only in the workplace
Questions?

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